New AUT Study Reveals Surge in Harassment and Bullying Among Hospitality Workers in New Zealand

Surge in Negative Behaviours: 35% Report Bullying and Harassment

The latest report from Auckland University of Technology (AUT), titled Hospitality and tourism employment: Strengthening futures 2025, paints a troubling picture of workplace conditions in New Zealand's hospitality and tourism sectors. Commissioned by the Ministry of Business, Innovation and Employment (MBIE), the study surveyed 957 workers between October and November 2025. It reveals that 35% of respondents personally experienced bullying or harassment at work in the past two years, a significant rise from 23% in both 2022 and 2024. 114 80 Another 36% witnessed such incidents, up slightly from 32% last year. This surge underscores a growing crisis in an industry vital to New Zealand's economy, where customer-facing roles amplify vulnerabilities.

Verbal abuse tops the list at 27%, followed by psychological harm (15%), racial abuse (11%), physical aggression (6%), and sexual harassment (5%). These figures highlight the diverse and damaging forms of mistreatment frontline workers endure daily. 165

Customers Emerge as Primary Perpetrators: Abuse Nearly Doubles

Customers are now the leading source of experienced bullying and harassment, accounting for 60% of cases, followed by owners/managers/supervisors (44%) and co-workers (40%). When witnessing incidents, co-workers (55%), managers (51%), and customers (51%) share blame. 165 Notably, customer-perpetrated abuse has nearly doubled since 2024, rising from 26% of cases to over half. Associate Professor David Williamson, lead researcher from AUT's School of Hospitality and Tourism, attributes this to economic pressures making patrons more aggressive, combined with young workers in entry-level roles lacking support. 81

In hospitality sub-sectors like casinos and fast food, rates exceed 37%, far higher than tourism's 27%. This customer-driven hostility challenges the 'customer is always right' mantra, turning it into a shield for abuse rather than service excellence.

Vulnerable Groups Bear the Brunt: Neurodivergent and Ethnic Minorities

Neurodivergent workers, who make up 24% of the workforce (up from 15% in 2024), face over double the rate of bullying at 50% compared to 24% for neurotypical peers. An additional 13% are unsure of their status, signaling under-identification. Only 27% of organisations actively promote neurodiversity awareness, leaving these employees prone to sensory overload, burnout, and early exit. 114

Ethnic disparities are stark: Māori (42%), Pacific Peoples (53%), and Indian workers (48%) report higher incidences than New Zealand Europeans (30%). Young workers under 25, comprising 33% of staff, experience elevated rates alongside 54% turnover intentions. Females, at 61% of the workforce, and frontline roles amplify exposure.

Professor Candice Harris, co-author from AUT Business School, emphasises embedding neuroinclusive practices like clear communication and accommodations to retain talent and reduce harm. 147

Pay Inequities and Entitlement Pressures Exacerbate the Crisis

Perceptions of fair pay plummeted to 48% from 57% in 2024, with 57% earning below the $28.95 living wage and 8% under minimum wage. Hourly workers average $27.72, working 33 hours weekly. 36% face pressure against claiming sick leave or expenses, eroding trust and wellbeing.

These conditions fuel burnout: 66% feel exhausted from work, 43% hopeless after customer interactions, and 45% ruminate on difficult encounters. Yet, positives persist—68% report workplace dignity and job satisfaction, up slightly. 165

Photo by RU Recovery Ministries on Unsplash

High Turnover Looms: 43% Plan to Leave Organisations

Turnover intentions hit 43% for organisations (up from 32%), with 42% eyeing sector exit. Hospitality sees 40% vs tourism's 31%, driven by short-tenure (<3 years: 47-49%) and youth. Long-servers (>20 years) stay at 14%. Low pay, hours, progression—not job dislike—prompt quits.

• Hospitality: Higher churn due to abuse intensity.
• Tourism: Better training (69%) aids retention.
• Managers: Similar intentions despite better access.

AUT researchers warn this drains expertise, urging pay scales reflecting tenure value.

Training Gains Offer Hope Amid Challenges

62% rate training positively (up from 57%), with 70% desiring more. Managers access 69% vs frontline 58%; tourism outperforms hospitality. 30% hold bachelor's degrees, rising steadily. AI use stands at 33%, but 51% lack managerial support.

Promotion prospects improved to 53%. Workers enjoy their roles (72%), feel skilled (87%), and care about productivity (83%), signaling commitment if conditions improve.AUT's hospitality programs equip graduates with skills for resilient careers.

AUT Researchers' Recommendations: Pathways to Change

Williamson and Harris propose:

• Target under-30s/first-3-years with retention initiatives.
• Life-course career framing: Pay/training for expertise buildup.
• Neuroinclusive embedding: Reduce bullying via accommodations.
• Zero-tolerance abuse standards: Sector-wide customer behaviour codes.
• AI tools for frontline: Scheduling, training to boost efficiency.

A Māori-centric response from related AUT research advocates culturally responsive interventions. 125 Download full AUT report (PDF)

Broader Implications for NZ Hospitality and Tourism

Employing ~145,000, the sector rebounds post-COVID but risks sustainability without action. Economic pressures amplify abuse; neurodiversity growth demands inclusion. Government via MBIE supports via surveys; industry accords could enforce standards.

Stakeholders—from Restaurant Association NZ to unions—echo calls for fair pay, protection. For aspiring professionals, higher ed career advice highlights pathways via degrees blending management, resilience.

Photo by Tim Kuhn on Unsplash

AUT's Leadership in Hospitality Research and Education

AUT's School of Hospitality and Tourism leads with longitudinal data, informing policy. Programs like Bachelor of International Hospitality Management prepare graduates for ethical, safe workplaces. Explore higher ed jobs or NZ university jobs for academia roles.

Future outlooks: AI integration, neurodiversity embrace could transform sector. Balanced views stress passion persists; solutions yield thriving workforce.

Prospective students, rate experiences at Rate My Professor. Job seekers, check higher ed jobs and career advice for hospitality transitions.